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Although there are several various definitions of SCRES in the SCM literature originating from diverse disciplines, there is an overall multidisciplinary consensus as to the types of SCRES strategies. Most researchers and practitioners agree with their division along two main dimensions: proactive and reactive (Hohenstein et al. 2015; Dabhilkar et al. 2016; Tukamuhabwa et al. 2017; Cheng and Lu 2017). The distinction rests mostly on their role in building SCRES capabilities in different phases: pre-disruption, during disruption or post-disruption, generally taking into account whether they are employed proactively to avoid a threat or reactively to recover from it (Hendry et al. 2019). Ali et al. ( 2017), distinguish five core SCRES capabilities: to anticipate, adapt, response, recover and learn. Hohenstein et al. ( 2015) point out the four SCRES phases: readiness, response, recovery and growth. Wieteska ( 2019) highlights five SCRES abilities to anticipate, respond, recover, learn and improve. Tukamuhabwa et al. ( 2015) emphasize that certain strategies can be either proactive or reactive depending on when and why they are applied and, in addition, they indicate that some SCRES strategies are interrelated and reinforce each other. Ponis, S.T., Vagenas, G. and Koronis, E. 2010. Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks. in: Khosrow-Pour, M. (ed.) Information Resources Management: Concepts, Methodologies, Tools and Applications IGI Global. pp. 44-68 Koronis, E. 2010. Managing the Risk of Knowledge Transfer in Outsourcing Organizations. in: Ponis, S. (ed.) Managing Risk in Virtual Enterprise Networks: Implementing Supply Chain Principles Business Science Reference. pp. 238-261 Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685–695. https://doi.org/10.1287/orsc.1090.0428 Hong PK, Kochar A (2020) Building resilient supply chains post-COVID-19. Retrieved September 5, 2020, from https://www.scmr.com/article/building_resilient_supply_chains_post_covid_19

Xiao R, Yu T, Gong X (2012) Modeling and simulation of ant colony’s labor division with constraints for task allocation of resilient supply chains. Int J Artif Intell Tools 21(3):1240014. https://doi.org/10.1142/S0218213012400143 What changes has the pandemic caused to the structure of your company’s SC? Is your company planning SC reconfiguration after the COVID-19 pandemic? If so, to what extent? Derbyshire J (2014) The impact of ambidexterity on enterprise performance: evidence from 15 countries and 14 sectors. Technovation 34(10):574–581. https://doi.org/10.1016/j.technovation.2014.05.010 Ivanov D (2020b) Viable supply chain model: integrating agility, resilience and sustainability perspectives—lessons from and thinking beyond the COVID-19 pandemic. Ann Oper Res. https://doi.org/10.1007/s10479-020-03640-6 The ambidexterity concept can be implemented in SCM by developing practices, which help in both exploiting current competencies and exploring new ones. Generally, exploitation is focused on activities that help to transform resources into commercial ends (Pertusa-Ortega and Molina-Azorín 2018), improve existing operational processes (Blindenbach-Driessen and Van Den Ende 2014), components (Benner and Tushman 2002) and product-market domain (He and Wong 2004). According to March ( 1991), exploitation concerns refinement, efficiency, control and implementation (Blindenbach-Driessen and Van Den Ende 2014). It is related to exploiting existing strengths and using known solutions (Martin et al. 2019). Exploitation enables an organization to stay strong in actual activities (Blindenbach-Driessen and Van Den Ende 2014). Exploitation can be achieved by using the existing organizational resources and routinization (Aoki and Wilhelm 2017). Examples of exploitation activities applied to SC resources include supplier development, supplier qualification and automation of cross-organizational tasks (Rojo Gallego Burin et al. 2020). They are aimed at maintaining relationships with current suppliers, searching for SC solutions using the existing resources and leveraging current SC technologies (Lee and Rha 2016). Exploitation focusses on short-term benefits and measurable targets like cost reduction, reliability, risk reduction and the overall efficiency of the supply chain (Partanen et al. 2020). In the organizational learning approach, exploitation is related to the acquisition of knowledge by seeking, selection, processing of information and the betterment of existing routines through experience (Baum et al. 2000; Rojo Gallego Burin et al. 2020). Activities using the existing knowledge base are intended to refine current processes and technologies (Güemes-Castorena and Ruiz-Monroy 2020).Dabhilkar M, Birkie SE, Kaulio M (2016) Supply side resilience capability as practice bundles: a critical incident study. Int J Oper Prod Manag 36(8):948–970. https://doi.org/10.1108/IJOPM-12-2014-0614 Rice J, Caniato F (2003) Building a secure and resilient supply network. Supply Chain Manag Rev 7:22–30

Andrikopoulos, A. and Koronis, E. 2007. Reputation performance: a portfolio selection approach. International Journal of Business Performance Management. 9 (4), pp. 406-418. https://doi.org/10.1504/IJBPM.2007.013362 Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: managing evolutionary and revolutionary change. Calif Manag Rev 38(4):8–29. https://doi.org/10.2307/41165852 Pettit TJ, Fiksel J, Croxton KL (2010) Ensuring supply chain resilience: development of a conceptual framework. J Bus Logist 31(1):1–21. https://doi.org/10.1002/j.2158-1592.2010.tb00125.x Tukamuhabwa B, Stevenson M, Busby J (2017) Supply chain resilience in a developing country context: a case study on the interconnectedness of threats, strategies and outcomes. Supply Chain Manag 22(6):486–505. https://doi.org/10.1108/SCM-02-2017-0059 In addition to launching their online activities, companies should also think about preparing their employees properly. Investing in the development of employees' digital skills is essential, as working from home could become a daily reality for many professions even after the end of the pandemic.Hohenstein NO, Feisel E, Hartmann E, Giunipero L (2015) Research on the phenomenon of supply chain resilience. Int J Phys Distrib Logist Manag 45(1/2):90–117. https://doi.org/10.1108/IJPDLM-05-2013-0128 Companies that invest in new technologies benefit in the event of disruption. They are able to make an efficient analysis of how a particular phenomenon may affect their supply chain in the near term. When companies have knowledge of where the disruption will come from and which products will be affected, they have time to immediately implement avoidance and mitigation strategies by, for example, buying or controlling inventory allocation. Frederico GF (2021) Towards a supply chain 4.0 on the post-COVID-19 pandemic: a conceptual and strategic discussion for more resilient supply chains. Rajagiri Manag J. https://doi.org/10.1108/RAMJ-08-2020-0047 ( in press) Martin A, Keller A, Fortwengel J (2019) Introducing conflict as the microfoundation of organizational ambidexterity. Strateg Organ 17(1):38–61. https://doi.org/10.1177/1476127017740262

Furthermore, the authors carried out 25 semi-structured online interviews (app. 60 min each) with professionals managing various business processes within international supply chains across different industries. Main questions asked during the interview were the following:Clauss T, Kraus S, Kallinger FL, Bican PM, Brem A, Kailer N (2020) Organizational ambidexterity and competitive advantage: the role of strategic agility in the exploration-exploitation paradox. J Innov Knowl. https://doi.org/10.1016/j.jik.2020.07.003 ( in press) Koronis, E. and Ponis, S. 2018. A Strategic Approach to Crisis Management and Organizational Resilience. Journal of Business Strategy. 39 (1), pp. 32-42. https://doi.org/10.1108/JBS-10-2016-0124 Shih W (2020) Is it time to rethink globalized supply chains? MIT sloan management review. https://sloanreview.mit.edu/article/is-it-time-to-rethink-globalized-supply-chains OA can be implemented in a variety of ways. Most common approaches are: sequential ambidexterity, structural ambidexterity and contextual ambidexterity (O’Reilly and Tushman 2013; Ossenbrink et al. 2019). Sequential and structural approaches try to overcome generic conflict between exploration and exploitation through separation of those activities. In former approach, it is temporal separation and in latter approach structural separation (Tushman and O’Reilly 1996; Birkinshaw and Gibson 2004). In contextual approach, employees make choices between alignment-oriented and adaptation-oriented activities in their day-to-day work. That is some kind of temporal separation of activities, but emerging on individual level (Birkinshaw and Gibson 2004). Different studies proved that organizations apply in distinct configurations discussed approaches to ambidexterity (Fourné et al. 2019; O’Reilly and Tushman 2013). However, regardless of the approach, OA means implementing both exploration and exploitation practices. Linton T, Vakil B (2020) Coronavirus is proving we need more resilient supply chains. Retrieved March 18, 2020, from https://hbr.org/2020/03/coronavirus-is-proving-that-we-need-more-resilient-supply-chains

Our company sells through two channels: in-store pharmacies and online sales. With the development of the pandemic, it began to develop product categories that were previously not in demand. The categories such antibacterial gels, gloves, masks, visors were until now practically a forgotten assortment. There was no demand for these products. This changed practically overnight. The category buyer had to research the market in depth and really build an offer for the consumer from scratch. At the present time, this product category shows potential to catch up in sales. If not for the pandemic this category would definitely not have become the leading and mainly sales generating category. Once the pandemic is over, the category is still to be maintained, as it is assumed that people will become more aware of taking care of their safety and will develop the habits of disinfecting, using gloves and masks in everyday life. Fortunato P (2020) How COVID-19 is changing global value chains. Retrieved October 10, 2020, from https://unctad.org/news/how-covid-19-changing-global-value-chains Aslam H, Khan AQ, Rashid K, ur Rehman S (2020) Achieving supply chain resilience: the role of supply chain ambidexterity and supply chain agility. J Manuf Technol Manag 31(6):1185–1204. https://doi.org/10.1108/JMTM-07-2019-0263

This study advances SCRES literature in important ways. First, it adds OA perspective to discussion on creating resilient SC. The OA perspective in supply chain management (SCM) literature was under researched (Aslam et al. 2020). This study outline the significance of OA in creating SCRES during and after the COVID-19 pandemic by analysing set of practices. Explanation of OA role in SCRES building is important contribution to theoretical and practical discussion on preventing disruptions within supply chains. Next, this study explores SCRES strategies during crisis. Yet, only few studies consider SCRES strategies under crisis caused by COVID-19 pandemic (Ali et al. 2021; Ozdemir et al. 2022) that is a challenge different than before. The COVID-19 pandemic forced researchers and professionals to reconsider supply chain management (Ozdemir et al. 2022). This study contributes to the literature by giving insight into SCRES strategies and practices that were implemented during COVID-19 pandemic. Finally, this study implements dynamic analysis. It explains the evolution of SCRES strategies and practices during and post-crisis. It expands SCM knowledge by giving imperatives for managing future supply chains in the post-COVID-19 times.